This document discusses career management and outlines learning objectives related to defining career and career management, occupational and organizational choice decisions, the four stages of a career model, and other career-related topics. It provides definitions of key terms like career and discusses factors important to career management such as exploring career paths, finding mentors, managing work-life conflicts, and the different stages of a career including establishment, advancement, and maintenance.

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©2013 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in
part.
Career
Management

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Learning Objectives
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
1 Define career and career management.
2 Explain occupational and organizational
choice decisions.
3 Describe the four stages of the career
model.
4 Explain the psychological contract.
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Learning Objectives continued
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5 Describe how mentors help organizational
newcomers.
6 Describe ways to manage conflicts between
work and home.
7 Explain how career anchors help form a
career identity.
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Career Management Terms
Career: a pattern of work-related experiences
that spans the course of a person’s life
Career management: a 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 experiences
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Importance of Career Management
• If managers know what to look forward to,
they can be proactive in planning
• Managers need to understand the
experiences of their employees and
colleagues
• Career management is good business – it
makes financial sense
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New Career Paradigm
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Discrete
Exchange
An organization gains
productivity while a person
gains work experience
Occupational
Excellence
Skills are continually honed
that can be marketed across
organizations
Organizational
Empowerment
Power flows down to
business units and in turn to
the employees
Project
Allegiance
Both individuals and
organizations are committed
to successful project completion

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Becoming Your Own Career Coach
Characteristics of successful career developers
 Adept at more than one job; multiple skills
 Ability to deal with and be energized by change
 Self reliant
 Able to give and receive support
 Flexible
 Team oriented
 Tolerant of ambiguity
 Ethical
 Life-long learner
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Why New Managers Fail
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• They fail to build good relationships with
peers and subordinates
• They are uncertain or confused about
what their bosses expect
• They lack internal political skills
• They are unable to achieve the two or
three most important objectives of the
new job

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Emotional Intelligence and Career Success
• Emotional intelligence is a constellation of the
qualities that mark a star performer at work
• Self-awareness
• Self-control
• Trustworthiness
• Confidence
• Empathy
• Emotional competencies are twice as important
as raw intelligence or technical know-how
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Holland’s Theory of Occupational Choice
• Six types of personalities are characterized
by a set of interests and values
• Occupations can be classified using this
typology
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Realistic Artistic Investigative
Enterprising Social Conventional

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Six Personality Types
• Realistic: stable, persistent, and materialistic
• Artistic: imaginative, emotional, and impulsive
• Investigative: curious, analytical, and
independent
• Enterprising: ambitious, energetic, and
adventurous
• Social: generous, cooperative, and sociable
• Conventional: efficient, practical, and obedient
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Other Factors in Occupational Choice
• Social class
• Parents’ occupations
• Economic conditions
• Geography
• Passions and values
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Realistic Job Previews (RJPs)
RJPs give candidates both positive and
negative information about the job, creating
expectations closer to reality
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More effective matches
Lower turnover
Higher organizational commitment
Job satisfaction

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Career Stages
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• Learning the job
• Fitting in
Establishment
• Increasing competence
Advancement
• Maintaining productivity
• Evaluating progress
Maintenance
• Contemplating retirement or change
Withdrawal

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The Establishment Stage
Negotiating
effective
psychological
contracts
Managing the
stress of
socialization
Making a transition
from
organizational
outsider to insider
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Psychological Contracts
• Implicit agreement between the individual
and the organization that specifies what
each is expected to give and receive
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Organizations
expect
• Time
• Energy
• Talents
• Loyalty
Individuals
expect
• Salary
• Status
• Advancement
• Challenge

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Stress of Socialization
• Ambiguity
• Employee needs accurate
information
Anticipatory
socialization
• Reality shock
• Adaptability is keyEncounter
• Need means of control over
job demands
Change and
acquisition
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Easing the Transition from Outsider to Insider
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• Ask about the job’s negative side
• Accurately describe own weaknesses
• Prepare for reality shock
• Plan ways to cope with job stress
• Seek support from others
• Set realistic goals
• Take credit for successes
• Be proactive
What the newcomer can do

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Easing the Transition from Outsider to Insider
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• Prepare careful recruitment and selection
processes
• Plan early job assignments that lead to
success
• Provide encouragement and feedback
• Tie rewards to performance
• Provide daily, consistent feedback
• Provide supervisory support
What the organization can do

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The Advancement Stage
Exploring career
paths
Finding a mentor
Working out dual-
career
partnerships
Managing conflicts
between work and
personal life
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Exploring Career Paths
• In the advancement stage, individuals
reassess their goals and feel the need to
make changes in their career dreams
• Career path—sequences of job experiences
along a career
• Career ladder—structured series of job
positions through which an individual
progresses in an organization
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Finding a Mentor
• Mentor: an individual who provides
guidance, coaching, counseling, and
friendship to a protégé
• Career functions—sponsorship, facilitating
exposure and visibility, coaching, and
protection
• Psychosocial functions—role modeling,
acceptance and confirmation, counseling,
friendship
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Effective Mentoring Relationships
• Regular contact with clear purpose
• Mutual trust
• Consistency with corporate culture and goals
• Training in managing the relationship
• Accountability and rewards for mentors
• Personality compatibility
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Phases of Mentoring Relationships
Initiation
• Mentoring relationship begins to take on
significance for both the mentor and the protégé
Cultivation
• Relationship becomes more meaningful, and the
protégé shows rapid progress
Separation
• Protégé asserts independence and works more
autonomously
Redefinition
• Relationship takes on a new identity as friends or
colleagues
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Dual-Career Partnerships
• Dual-career partnerships: relationships in
which both people have important career
roles
• Stressors include
• Gender role stereotypes
• Time pressure
• Jealousy
• Whose career takes precedence?
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Work-Home Conflicts
• Work-home conflicts are more likely to affect
working women
• Organizations attempt to help with
• Flexible work schedules
• Childcare
• Eldercare
• Alternative work arrangements—flextime,
compressed work weeks, telecommuting, part-
time hours, job sharing, leave options
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The Maintenance Stage
Sustaining
performance
Becoming a mentor
Career plateau—point at which
the probability of moving further
up the hierarchy is low
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The Withdrawal Stage—Retirement
• “Plan no unplanned retirement”
• The decision to retire is influenced by
• Company policy
• Financial considerations
• Family support or pressure
• Health
• Opportunities for other productive activities
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Retirement Options
• Complete cessation of work
• Phased retirement—a gradual reduction of
hours and/or responsibilities
• Bridge employment—retirement from full-
time work with continuing employment
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Career Anchors
Career anchors: self-
perceived talents,
motives, and values
that guide career
decisions
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Career
Anchors
Technical and
functional
competence
Autonomy and
independence
Security &
stability
Creativity
Managerial
competence

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Managing Your Career
• Am I adding real value?
• Am I plugged into what’s happening around
me? Inside the company? The industry?
• Am I trying new ideas, new techniques, and
new technologies?
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Chapter 17: Reflect & Discuss
Baby Mama Video Clip
 Assess the emotional intelligence of each of the three
characters shown in these scenes. What level of
emotional intelligence does Carl exhibit? Assess him on
self-awareness, empathy, and self-control.
 What level of emotional intelligence does Amy show?
Assess her on self-awareness, empathy, and self-control.
 What level of emotional intelligence does Kate show?
Assess her on self-awareness, empathy, and self-control.
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