Career pattern (1)
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This document discusses different career patterns: transitory, steady state, linear, and spiral. The transitory pattern involves lateral moves of short duration motivated by variety and independence. The steady state pattern involves little movement and long tenure due to deepening expertise. The linear pattern involves traditional upward movement with variable tenure in job roles of increasing responsibility. The spiral pattern involves a series of fundamentally different jobs that build on each other.
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Understanding the New Career discusses perspectives on careers and jobs. It defines a career as a lifelong pursuit of goals through varied experiences over one's life, requiring specialized learning. A job is a regular activity for money in the short-term that may not require additional training. The document also introduces the concept of a protean career, which is driven by individuals' needs for self-fulfillment rather than external measures of success, and involves flexibility in terms of time spent in careers, career paths that expand beyond organizations, and relationships between employees and employers.
Uhs 2062 Organizational Development
Organizational development involves improving organizational performance through organization-wide changes. There are different types of organizational structures such as traditional vs non-traditional, functional vs divisional, and centralized vs decentralized structures. Traditional structures have formally defined roles and resistance to change while non-traditional structures are flexible, adaptable, and have fewer employees. When organizations change, employees typically go through stages of denial, defense, discarding old ways, adaptation to new systems, and ultimately internalization of changes. Organizational culture comprises shared values and beliefs that establish workplace norms. Techniques for organizational change include management by objectives, survey feedback, and team building.
Organisational behaviour
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
HRM Short Handouts - Taqi Hassan
CHAPTER 8 - Socializing, Orienting, and Developing Employees
Chapter 9 - Managing Careers
Chapter 10 - Establishing the Performance Management System
Chapter 11- Establishing Rewards and Pay Plans
Chapter 13 - Ensuring a Safe and Healthy Work Environment
Chapter 14 - Understanding Labor Relations and Collective Bargaining
Career models in the future
The document discusses career models and choices. It defines a career as a person's sequence of work experiences and positions over time. Contemporary career theories include boundaryless careers where people have movement between organizations, protean careers that are values-driven and self-directed, and kaleidoscope careers where individuals focus on work-life balance, authenticity, and challenge. The document also discusses factors that influence early career choices, career anchors that represent a person's self-image, and questions organizations and employees should consider about careers and capabilities, opportunities, and ambition. It notes the shift from traditional linear careers to contemporary non-linear careers driven by an individual's competencies and values across organizations.
2. individual behavior
The document discusses several foundations of individual behavior that are important for organizational behavior, including ability, intellect, intelligence, physical abilities, biographical characteristics, the ability-job fit, learning theories, types of reinforcement, schedules of reinforcement, and applications of behavior modification in organizations. Key concepts covered include multiple intelligences, dimensions of intellectual ability, physical abilities, theories of learning such as classical and operant conditioning, positive and negative reinforcement, and using reinforcement to shape behaviors.
Individual behavior
This document outlines key concepts from a chapter on organizational behavior and individual learning. It discusses biographical characteristics, abilities, intelligence, theories of learning including classical and operant conditioning, reinforcement schedules, behavior modification, and applications in organizations. Learning involves change through experience, and reinforcement shapes behavior over time according to schedules like continuous, fixed-interval, and variable-ratio. Behavior modification uses reinforcement concepts to improve individual and organizational performance.
Organisation behaviour
Organizational behavior (OB) is defined as the field of study that investigates how individuals, groups, and structures influence behavior within organizations in order to improve an organization's effectiveness. OB draws from the disciplines of psychology, sociology, anthropology, social psychology, and political science. It studies human behavior at the individual, group, and organizational levels. The purpose of OB is to apply knowledge about human behavior and organizations to make organizations work better.
Unit4 directing 120317
The document discusses several theories of motivation:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.
2. Herzberg's two-factor theory distinguishes between motivators like achievement and responsibility that improve job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
3. Vroom's expectancy theory states that motivation depends on how much someone wants a reward, and how likely they are to get it by exerting a certain level of effort.
Training and development
The document discusses training and development in organizations. It defines training and development, outlines different types of each including on-the-job and off-the-job methods, and describes benefits such as improved employee performance, satisfaction, and morale. The need for training is determined by comparing standard and actual performance to identify gaps that can be addressed.
Leadership and Organizational BehaviorOrganizational Behavior .docx
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
STLR for Students
STLR (Student Transformation Learning Record) allows students to gain formal recognition for learning experiences inside and outside the classroom. It benefits students by helping them develop skills employers seek like adaptability, teamwork, and problem solving. At the heart of STLR is transformative learning, which involves reflecting deeply on experiences and deciding on actions leading to behavior change. STLR categorizes "soft skills" into five competencies and students can start gaining recognition through custom activities, campus events, or experiences.
Organizational culture is so ubiquitous that it affects all area.docx
Organizational culture is so ubiquitous that it affects all areas of group life. Though organizational culture is not always immediately obvious in organizations, its outcomes (e.g., turnover, morale, productivity) can be. Some workplaces require employees to wear business attire whereas others allow employees to dress casually. In some workplaces, formal address is used and in others, people use first names regardless of position. Both examples reflect organizational norms, or “the way we do things around here,” otherwise known as
organizational culture
. Organizational culture may be subtle yet pervasive and may have a profound effect on employee attitudes and behavior.
Organizational culture affects each of the levels of organizational assessment: individual, small group, large group, intergroup, and organization. As an organizational consultant or practitioner, it is beneficial to have a
toolbox
of assessments for organizational evaluation for each of these levels. By assessing organizational culture, practitioners and consultants can then develop evidence-based interventions to address the issues identified by the assessment and evaluation processes.
Consider how the information above may be applied to the Greenvale Correctional Facility case study that follows.
Greenvale Correctional Facility is a large, privately-owned, medium-security prison in the southeastern United States. The prison opened in 1988, and, until recently, it employed 300 security, operational, facilities, maintenance, healthcare, and administrative employees.
The prison’s salary and benefit structure are comparable to other prison systems around the country. However, Greenvale is currently experiencing significant attrition, creating an unsafe and unstable environment, both for the inmates and remaining employees. Staff has reduced from 300 to 210 employees during the last 6 months, and attempts to recruit and hire new staff have been challenging. Online recruitment, employee sourcing, and participation in various job fairs have not created a plentiful base of trained, experienced employment candidates, and efforts to retain existing personnel have been unsuccessful. Exit interview data point to leadership issues, and poor working conditions.
Prison leadership is comprised of Warden Bob Jones, who started at Greenvale when it first opened; Sergeant Dave Lee, the senior-level correctional leader with over 15 years of experience; and Officer Stan Phillips, a correctional manager who joined the leadership team in 2015. All three leaders work collaboratively, but they tend to remain siloed away from the other employees. All of the prison’s communications are
top-down
and authoritative; the leadership team believes this style is necessary given the work environment and inherent risks involved. While the team believes they are fostering a management-by-objectives culture, many employees feel excluded from the process and perceive more of an in-group/out-group m.
Learning
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I'm attaching presentation on learning.
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Smita Choudhary
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Career pattern (1)
- 1. Prepared by: Jenelyn G. Magbulogtong IV-8 BSE Values Education
- 2. Career Pattern A career is a sum total of work-related experiences throughout a person’s life. Careers encompass all of the different jobs people hold throughout their lives and different organizations they work for. A pattern, apart from the term's use to mean "Template", is a discernible regularity in the world or in a manmade design. As such, the elements of a pattern repeat in a predictable manner.
- 4. Transitory Lateral moves of shorter duration (3-5 years), motivated by variety, independence. Most often found in temporary team structures, behavioral skills include Speed, networking, adaptability, fast learning, project focus. Meaningful rewards are job rotation, temporary assignments, immediate cash bonuses.
- 5. Transitory- No clear pattern
- 6. •Little movement and long (sometimes life-long) role tenure due to deepening expertise in a narrow discipline. Motives include mastery, expertise, and security, and meaningful rewards include continued training, benefits, recognition.
- 7. Steady State- Lifetime occupation
- 8. •Traditional upward movement, with variable tenure in job roles. •A person whose career is linear moves through a sequence of jobs in which each new job entails additional responsibility, a greater impact on an organization, new skills, and upward movement in the organizational hierarchy.
- 9. Linear-Steady progression in a career ladder
- 10. •Spiral career has held a series of jobs that build on each other but tend to be fundamentally different.
- 11. http://www.winc.net.au/whats-your-career- pattern/. http://myfriendlygift.com/birthdayemail/ema il_send_thank_you_card. https://www.google.com.ph/search?q=career +pattern&rlz.