Succeeding in Your Organization

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Succeeding in Your Organization
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A Career Perspective
A proactive strategy.
Involves a global view of career progress or
growth.
Requires a person to adopt a broad vision that
includes all the elements involved in a
successful career.
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Taking A Career Perspective
Career Planning
Career Management

• Career Development Stages

• Analyzing and Understanding the Organization

• Aligning with the Organization

• Career Planning Steps

• Strategies for Career Advancement

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Successful Career Elements
Objectives
Skills improvement
Stress
Timetables
Power
Organizational politics
Career stages
Values
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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.

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Career Planning Process
Performing a self-assessment
Identifying opportunities
Evaluating progress
Matching skills to career-related activities
Developing objectives and timetables
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Four Stages of Career Development
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Characteristics of the Four Stages of Career
Development
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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.

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Attributes Looked for in Management Application
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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?

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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?

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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.

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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?

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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.

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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.

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Scheins Model of the Phases of Organizational
Socialization
PHASE I
Entry

• Occupational choice
• Occupational image
• Anticipatory socialization to occupation
• Entry into labor market

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Scheins Model of the Phases of Organizational
Socialization
PHASE II
Socialization

• 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
  systemlearning how to get ahead
• Locating ones place in the organization and
  developing identity

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Scheins Model of the Phases of Organizational
Socialization
PHASE III
Mutual Acceptance The Psychological Contract

• Organizational Acceptance
• Positive performance appraisal
• Pay increase
• New job
• Sharing organizational secrets
• Initiation rites
• Promotion

• Individual Acceptance
• Continued participation in organization
• Acceptable job performance
• High job satisfaction

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Actions Likely to be Valued and Rewarded in
Todays Organization
Hard work
Risk taking
Team player
Makes contributions
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Strategies for Career Advancement
Creating Visibility
Managing Stress
Developing Mentor Relationships
Career Advancement
Working with the Boss
Developing Networks
Understanding Power and Politics
Committing to Lifelong Learning
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Considerations for Volunteering

1. What new experience or knowledge can be gained?
2. What will be the impact on your immediate boss
   and the bosss success?
3. What will be the impact on the organziation?
4. What will be the exposure to multilevel
   management?

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Politics is Life and Involves
Investing in a relationship
Investing in time, energy, and emotions
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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?

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Acquiring PowerFour Ways

• Developing expertise in areas critical to the
  company
• Developing a network of contacts
• Acquiring line responsibility
• Solving others problems

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Causes of Negative Stress for Managers

• Downsizing or other threats to security
• Limited opportunities for advancement
• Limited decision-making responsibility
• Incompatibility with immediate supervisors
  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

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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 supervisors
  leadership style