1. Succeeding in Your Organization
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2. A Career Perspective
Involves a global view
A proactive
of career progress or
strategy.
growth.
Requires a person to adopt a broad vision
that includes all the elements involved in
a successful career.
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3. Taking A Career Perspective
Career Planning Career Management
• Career • Analyzing and
Development Understanding
Stages the Organization
• Aligning with the
• Career Planning Organization
Steps
• Strategies for
Career
Advancement
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4. Successful Career Elements
Skills
Skills
Objectives
Objectives Stress
Stress
improvement
improvement
Timetables
Timetables Power
Power
Organizational
Organizational
Career stages
Career stages Values
Values
politics
politics
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5. 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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6. Career Planning Process
Performing a
Identifying
self-
opportunities
assessment
Evaluatin
g progress
Matching Developing
skills to objectives and
career-related timetables
activities
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7. Four Stages of Career Development
Exploration Establishment Mid-Career Late Career
and Trial and
Advancement
Growth?
Leveling?
h w r Gr eer a C
Decline?
t o
15 20 25 30 35 40 45 50 55 60 65 75
Approximate Age
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8. Characteristics of the Four Stages of Career Development
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9. Steps in Career Planning
Step 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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10. Attributes
Looked
for in
Management
Application
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11. Steps in Career Planning
Step 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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12. 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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13. Steps in Career Planning
Step 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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14. Once Long-Term Objectives are
Established, Other Decisions Follow
 Which functional or specialty area of the organization
 Which functional or specialty area of the organization
needs to be learned about?
needs to be learned about?
 What jobs and experiences will lead to the ultimate
 What jobs and experiences will lead to the ultimate
objective?
objective?
 What skills are needed to attain the objective?
 What skills are needed to attain the objective?
 What people and other resources are necessary to
 What people and other resources are necessary to
achieve the objectives?
achieve the objectives?
 What work assignments will be valuable?
 What work assignments will be valuable?
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15. Steps in Career Planning
Step 4: Developing a Plan of Action
 Establishing specific timetables for completing
 Establishing specific timetables for completing
training.
training.
 Gaining new exposure in a company.
 Gaining new exposure in a company.
 Identifying potential barriers and resources to
 Identifying potential barriers and resources to
work around the barriers.
work around the barriers.
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16. Steps in Career Planning
Step 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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17. Schein’s 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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18. Schein’s 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 system–learning
how to get ahead
• Locating one’s place in the organization and developing identity
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19. Schein’s Model of the Phases of
Organizational Socialization
PHASE III
Mutual Acceptance: The Psychological Contract
Organizational Acceptance Individual Acceptance
• Positive performance appraisal • Continued participation in
organization
• Pay increase
• Acceptable job performance
• New job
• High job satisfaction
• Sharing organizational secrets
• Initiation rites
• Promotion
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20. Actions Likely to be Valued and
Rewarded in Today’s Organization
Hard work
Risk taking Team player
Makes
contributions
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21. Strategies for Career Advancement
Creating
Visibility
Developing Managing
Mentor Stress
Relationships
Career
Advancement
Developing Working with
Networks the Boss
Understanding Committing to
Power and Lifelong
Politics Learning
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22. 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?
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23. Politics is Life and Involves
Investing in a relationship
Investing in a relationship
Investing in time, energy, and emotions
Investing in time, energy, and emotions
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24. 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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25. Acquiring Power
Four Ways
 Developing expertise in areas critical to the company
 Developing expertise in areas critical to the company
 Developing a network of contacts
 Developing a network of contacts
 Acquiring line responsibility
 Acquiring line responsibility
 Solving others’ problems
 Solving others’ problems
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26. 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
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27. 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
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